Briefing for Incoming Minister Welcome to the Department of Internal Affairs - June 2009

 
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Briefing for Incoming Minister

Welcome to the Department of Internal Affairs

                  June 2009
The Department of Internal Affairs
                                                                      Te Tari Taiwhenua

Table of Contents

3.    Introduction

6.    Responsibilities of the Department of Internal Affairs

6.    Strategic Overview

13.   DIA’s Accountability Framework

15.   Governance and Structure

16.   Summary of Business Groups and Branches

26.   Clients and Stakeholders

31.   Appendix I – Legislation administered by the Department of Internal Affairs

35.   Appendix II – Crown entities and statutory bodies by portfolios

36.   Appendix III – Senior Managers and other staff with whom the Ministers’

      offices will have significant contact

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Introduction
1.   This briefing introduces you to the Department of Internal Affairs and provides
     essential background information on the responsibilities, strategy, structure,
     activities and governance arrangements of the Department.

2.   The Department traces its history back to the structures put in place
     immediately after the signing of the Treaty of Waitangi.             It is the oldest
     government department and has a broader range of functions than other, more
     recent, departments and ministries. The Department administers over 80 pieces
     of legislation. A detailed list of the legislation is provided in Appendix I.

3.   Our purpose is to “serve and connect citizens, communities and
     government to build a strong, safe nation” – this is more than a statement
     that appears in a corporate document. It reflects why people come to work in
     the Department every day.

4.   The focus we bring to working as “one organisation” galvanises us to draw on
     the diverse expertise, experience and relationships we have, throughout the
     Department and across New Zealand. We are constantly looking to exploit the
     links that exist between the diverse range of functions and activities we
     undertake, on behalf of citizens, communities and government.

5.   We have a proud history of serving the government by taking responsibility for
     new functions from time to time and either integrating them into the
     Department’s work or developing and supporting them to move to other
     agencies where a greater benefit might be achieved – recent examples include
     being given responsibility for Government Technology Services (from 1 July
     2009); taking responsibility for anti-spam enforcement activity (as of September
     2007); and becoming the Casino and “default” money laundering supervisor
     under the new anti-money laundering regime (in progress).

6.   We have a strong focus on collaborative leadership in our areas of strength –
     managing the central government/local government interface; building effective
     local government; providing leadership across government in ethnic affairs;
     ensuring New Zealand’s approach to identity is trusted and well-led; civil
     defence and emergency management; promoting New Zealand citizenship;
     maximising the benefits and minimising the harms from gambling, and providing
     impartial expert support for independent, ad hoc bodies.
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7.       The Department has developed a Vision for 2010 which supports our strategy
         of working as “one organisation” and states that by 2010 the Department of
         Internal Affairs will be one organisation as demonstrated by:

         •   The trust and respect of all stakeholders for our high performance and ability
             to deliver across our breadth of responsibilities

         •   Our accessible, responsive services to the public that reflect integration
             across the Department and co-ordination with our fellow agencies

         •   Leadership of the strategic thinking and policy development in our areas of
             expertise

         •   Our efficient use of resources and ability to respond flexibly to changing
             demands

         •   Leveraging the diversity inherent in our Department, so that the whole
             delivers more than the sum of the parts.

8.       The Department’s outcomes and objectives are:

         •   Strong, sustainable communities/hapū/iwi

         •   Safer Communities

         •   New Zealand’s approach to identity is trusted and well led

         •   Executive Government is well supported.

         •   Common information and communications technology services deliver
             improved State sector performance and better citizen experience (new from
             1 July 2009).

9.       The Department administers six votes, as shown in the table on the next page:

         •   Vote Community and Voluntary Sector

         •   Vote Emergency Management

         •   Vote Internal Affairs1

         •   Vote Local Government

         •   Vote Ministerial Services

         •   Vote Racing.

1
    Ethnic Affairs is part of Vote Internal Affairs and is a separate portfolio.

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MINISTER                         VOTE/CROWN ENTITIES                  OUTPUTS PROVIDED BY THE
                                                                      DEPARTMENT

                                 Vote Internal Affairs                   •   Contestable services
Minister of Internal Affairs                                             •   Government technology
Minister Responsible for the     Crown entities: New Zealand Fire            services
Department of Internal Affairs   Service Commission, Office of           •   Identity services
                                 Film and Literature Classification      •   Policy and advisory
                                                                             services
                                 Lottery Grants Board                    •   Regulatory services

Hon John Key                     Vote Ministerial Services               •   Support services to
                                                                             Members of the
Minister Responsible for                                                     Executive
Ministerial Services                                                     •   VIP transport
                                                                         •   Visits and ceremonial
                                                                             events coordination

Hon Pansy Wong                   Part of Vote Internal Affairs –         •   Services for ethnic
                                 Services for Ethnic Affairs                 affairs, including policy
Minister for Ethnic Affairs
                                                                             advice

Hon John Carter                  Vote Emergency Management            Emergency management
                                                                      services, including:
Minister of Civil Defence
                                                                         •   management of national
                                                                             emergency readiness,
                                                                             response and recovery
                                                                         •   policy advice on matters
                                                                             relating to emergency
                                                                             management
                                                                         •   support services,
                                                                             information and
                                                                             education

Minister for Racing              Vote Racing                             •   Policy Advice

                                                                         •   Assistance with Auckland
Associate Minister of Local      No Vote responsibility                      Governance
Government                                                               •   Policy advice on vehicles
                                                                             on beaches

Hon Tariana Turia                                                     Community and voluntary sector
                                 Vote Community and Voluntary
                                                                      services, including:
                                 Sector
Minister for the Community and                                            • administration of grants
Voluntary Sector                                                          • community advisory
                                                                              services
                                                                          • policy advice
                                                                      Implementation   of      Auckland
Hon Rodney Hide                                                       Governance reforms
                                 Vote Local Government
Minister of Local Government                                          Services for local government,
                                                                      including:
                                                                           • information, support and
                                                                               regulatory services
                                                                           • Local government policy
                                                                               advice

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10. The Minister of Internal Affairs is also the Responsible Minister for the
     Department of Internal Affairs. The Briefing to the Incoming Minister: Minister
     Responsible for Internal Affairs sets out the specific responsibilities involved.

Responsibilities of the Department of Internal Affairs

11. The Department is responsible to the government for gambling, censorship,
     local government, racing, ethnic affairs, identity services, civil defence and
     emergency management, fire, unsolicited electronic messages (spam),
     executive government support, constitutional functions, and community
     development. It also administers board appointments and monitors the
     performance of a number of Crown entities. These are listed in Appendix II.

12. In July 2009, the Department will take on responsibility for Government
     Technology Services (GTS) from the State Services Commission (SSC). The
     transfer of GTS from SSC to the Department is currently nearing completion.
     From 1 July 2009, GTS will combine with the Department’s existing IT group
     and the Programme Office to form the Information and Communications
     Technologies (ICT) business group which will become the Department’s ninth
     business group.

13. As at 31 March 2009, the Department employed around 1,400 staff in 21 cities
     and towns throughout New Zealand. Most Department staff work from
     Wellington. Sites outside Wellington are used primarily for the delivery of
     services to the community, and range in size from substantial facilities in
     Auckland and Christchurch to two or three-person offices in places such as
     Kaitaia and Invercargill. There are also offices in Sydney and London.

Strategic Overview
Outcomes and Objectives

14. The Department is committed to managing for outcomes, involving a sustained
     and critical focus on what we do, why, how well and with what results. Our three
     outcomes are:

     •   Strong, sustainable communities/hapū/iwi

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    •   Safer Communities (this outcome has three parts: hazards to the
        community, gambling and objectionable material)

    •   New Zealand’s approach to identity is trusted and well led

    The Department also provides services that contribute to ensure that Executive
    Government is well supported. As noted in paragraph 8, the transfer of
    Government Technology Services from 1 July 2009 means that the Department
    will also contribute to common information and communications technology
    services that deliver improved State sector performance and better citizen
    experience.

15. Our Statement of Intent for 2009-12 describes how the Department is
    organised, and our priorities for 2009/10 and beyond.                 The Estimates of
    Appropriation describe the output classes contributing to the outcomes,
    objectives and the output performance measures, and set out the Forecast
    Financial Statements of the Department. The Department’s Output Plan sets
    out the required products and/or services to be provided to further the purchase
    interest of Vote Ministers.      The following chart summarises the advice and
    services we provide.

DIA Outcomes and           DIA Outputs and Activities (from 2009-12 Statement of
Objectives                 Intent)

Strong, sustainable        •   Providing policy advice (community, ethnic affairs, local
communities/hapū/iwi           government)
                           •   Facilitating    interaction   between     ethnic    and    host
                               communities
                           •   Administration      of    local    government       legislation,
                               community grants, local government grants and rates
                               rebates, and other resources
                           •   Information and advice to individuals, community groups,
                               local authorities and central government
                           •   Design    and     delivery    of   community       development
                               programmes
                           •   Improving local and central government relationships
                           •   Evaluating and reporting on the Department’s community
                               and local government activities

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Safer communities            Policy Advice

                             •   Providing civil defence and emergency (CDEM), fire,
                                 gambling and censorship policy advice

                             Resilience to Hazards and their risks
                             •   Building and maintaining capability to respond to civil
                                 defence emergencies
                             •   Coordination of central government response and
                                 recovery support
                             •   Monitoring of emergency events and preparedness
                             Gambling
                             •   Licensing, audit, investigation and enforcement activities
                                 in relation to gambling
                             •   Advice, education and information to stakeholders
                             Protection from spam and objectionable material
                             •   Censorship investigation and enforcement
                             •   Enforcement and education activities in relation to
                                 unsolicited electronic messages (spam)
                             •   Advice, education and information to the public and
                                 regulated sectors
                             •   Oversight of statutory bodies
                             •   Compliance      with      international   agreements     and
                                 arrangements and participating in international crime
                                 prevention and enforcement.

New Zealand’s approach       •   Providing identity policy advice
to identity is trusted and   •   Stewardship of identity information including developing
well led                         and managing Evidence of Identity Standards
                             •   Provision of authorised access to identity information
                             •   Birth, death, marriage and civil union registration and
                                 services
                             •   Citizenship services
                             •   Passport services
                             •   Collaboration   with   New      Zealand   and   international
                                 agencies
                             •   Audit, risk management and investigations

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Executive Government is     •   Providing   support     services,   office   facilities,   and
well supported                  residential accommodation for Ministers
                            •   Providing safe, reliable and trusted transport services
                                (VIP Transport)
                            •   Planning and delivery of Guest-of-Government visits and
                                ceremonial events
                            Administrative Services
                            •   Providing translation services
                            •   Providing the Congratulatory Message service
                            •   Providing   official   authentication   of   New     Zealand
                                documents
                            •   Supporting Commissions of Inquiry and other ad hoc
                                bodies as required
                            •   Publishing the New Zealand Gazette

Common information and      •   Government information services
communications              •   Identity management web infrastructure
technology services         •   Communications network services
deliver improved State
sector performance and
better citizen experience

Providing Leadership in the Public Sector

16. The Department has identified areas where the Government can look to it for
     leadership as a result of its functions and expertise. These are:

Managing the central government/local government interface

     •   The Department plays a key coordinating role by bringing together local
         government and central government. This role includes advising the
         Government on its approach to central and local government relations and
         forums at a political level. We also bring together national and regional
         groups of central and local government officials. We support central
         government’s engagement with local government at a regional level on key
         urban and regional issues, and encourage information-sharing. We also
         work at the interface between local and central government to promote
         integration.
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Effective local government

         •    The Department has a leadership role in building effective local government
              that supports the Department’s outcome of achieving strong and sustainable
              communities/hapu/iwi. This involves establishing a clear view of the future of
              local government in New Zealand including how the system of local
              government needs to evolve, what is required to achieve an effective system
              and the nature and level of investment that is required. Current examples
              are our work on the Auckland governance reforms and on improving local
              government transparency, accountability and financial management.

Supporting ethnic diversity

         •    The Department takes a leadership role across government in ethnic affairs.
              The 2006 Census identified that the proportion of the population identifying
              themselves as belonging to an ethnicity that is not Anglo-Celtic, Māori or
              Pacific increased from 5.0% in 2001 to 11.6% in 2006. It is anticipated that
              ethnic people2 will comprise 18% of the New Zealand population by 2021,
              and already one in five Auckland families are of Asian ethnicity. The Office
              of Ethnic Affairs was established in recognition of this changing
              demographic and its importance to New Zealand. The Office is continuing to
              develop “Strength in Ethnic Diversity” as its strategic direction, to help
              recognise and respond to the issues and opportunities arising from New
              Zealand’s increasing ethnic diversity.

New Zealand’s approach to identity is trusted and well-led

         •    The Department has a leadership role in identity information management
              and is in the process of developing and articulating a broad view of New
              Zealand’s and the Government’s interest in identity matters as they impact
              on protecting the privacy and safety of citizens, facilitating transactions
              between individuals, government and business, and ensuring good
              governance of our society. The Department’s leadership role includes
              leading, or co-leading, identity strategies and initiatives across government.
              It also provides further identity leadership, advice and contribution to the
              governance of all-of-government initiatives led by other agencies.

2
    In government usage, “ethnic” covers all those whose ethnicity is not Anglo-Saxon, Celtic, Māori or Pacific

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Civil defence and emergency management

     •   The Department of Internal Affairs provides leadership in civil defence and
         emergency management through:

         o the Ministry of Civil Defence and Emergency Management (MCDEM);
           and
         o the Civil Defence and Emergency Management Policy team in the
            Regulation and Compliance branch and the communication team in the
            Business Services Branch.

     •   The leadership role includes:

         o oversight of the Civil Defence and Emergency Management (CDEM) Act
            2002

         o formulation of the National CDEM Strategy

         o strengthening of civil defence and emergency management planning and
            procedures

         o increasing public awareness and preparedness through the public
            education programme

         o development of standards and a framework for CDEM training

         o international engagement on CDEM issues

         o management of response and recovery activities at a national level
            following emergency events.

         o Providing policy advice on developing better fire services.

Ensuring communities are more satisfied with the way harms and benefits associated
with gambling are managed

     •   The Department is taking a leadership role in making communities safer by
         creating an environment in which the risks associated with gambling are
         minimised, any benefits are maximised, and communities are more satisfied
         with the balance that is achieved. This has included improving the
         Department’s knowledge about key aspects of the sector to support a more
         strategic approach. With an increased understanding of the gambling
         environment we will ensure we are well positioned to advise government on

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         big picture and detailed issues relating to the operation and role of gambling
         in New Zealand.

Support for independent and ad hoc bodies

     •   The Department is mandated to administer the Commissions and Royal
         Commissions of Inquiry Act 1908. In recent years we have also supported a
         number of ministerial inquiries and a small number of ad hoc bodies that,
         although not inquiries, have the common characteristic of needing to be
         seen as independent of other agencies. Our reputation for, independence
         and impartiality, means our expertise can be used to provide support for a
         broader range of activities and this is emerging as a potential leadership
         area for the Department.

Developing a shared service centre and greater interoperability for State sector ICT

     •   The Government sees the transfer of GTS to DIA as an opportunity to
         develop a shared service centre for the State sector. The Department,
         through GTS, will implement a plan for greater interoperability of ICT
         systems to assist in reducing costs and improving citizens’ experience
         through the design and delivery of common systems and processes.

Managing the Department

17. The managers of the Departmental business groups are responsible for
     managing their respective areas and delivering agreed outputs with Ministers.
     In addition, they form part of the Executive Leadership Team, whose role is to
     provide direction and leadership to the Department. From 1 July 2009 there are
     nine business groups as follows:

                 Business Services Branch                    BSB
                 Executive Government Support                EGS
                 Identity Services                           IDS
                 Information & Communications                ICT
                 Technologies
                 Ministry of Civil Defence & Emergency       MCDEM
                 Management
                 Local Government and Community              LG&C
                 Branch
                 Office of the Chief Executive               OCE
                 Office of Ethnic Affairs                    OEA
                 Regulation and Compliance Branch            R&C

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18. The diagram below illustrates the accountability framework between the Vote
   Ministers, the Responsible Minister for the Department, Estimates Output Plan,
   Statement of Intent and the State Services Commission’s monitoring role. The
   diagram also shows the Department’s high level organisation structure.

                          DIA’s Accountability Framework
                                  from 1 July 2009

       Vote Ministers                              Responsible Minister
       •Internal Affairs, including Ethnic Affairs
       •Community & Voluntary Sector
       •Civil Defence                                                Performance
       •Ministerial Services                                           Monitoring
       •Local Government
       •Racing
                              Estimates                                         SSC
                              Output Plan Statement of Intent

                                                                    Employment Contract
                               Chief Executive

                          Executive Leadership Team

    R&C      LG&C        EGS   IDS       ICT       MCDEM      OEA        BSB       OCE

                                 Business Groups

Key to Business Groups

R&C =         Regulation & Compliance
LG&C =        Local Government & Community
EGS =         Executive Government Support
IDS  =        Identity Services
ICT  =        Information & Communication Technologies
MCDEM =       Ministry of Civil Defence & Communications Technologies
OEA =         Office of Ethnic Affairs
BSB =         Business Services Branch
OCE =         Office of the Chief Executive

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Finance
19. The Department’s operations are funded by Third Party and Crown Revenue.

Vote                    Crown         Third Party           Total           Expenses
                       Revenue         Revenue             Revenue
                         $000            $000               $000              $000

Community &                 11,337           10,820             22,157            22,157
Voluntary Sector

Emergency                   10,891              155             11,046            11,049
Management
Internal Affairs            45,285          106,551            151,836           155,746

Local                       19,353              994             20,347            20,368
Government
Ministerial                 32,098            8,429             40,527            40,526
Services
Racing                         356                  5                361             362

TOTAL                      119,320          126,954            246,274           250,208

20. These numbers are based on the 2009/10 Main Estimates.

21. Budgeted expenditure is higher than revenue this year for some third party
       funded activities. The Department operates memorandum accounts for most
       third party funded activities, which recognises that there could be surpluses or
       deficits in any single year, provided these activities break-even over the longer
       term. The memorandum accounts are notional accounts only, recording the
       accumulated surplus or deficit for each activity.

22. The Department has undertaken a high level review of economic factors that
       may impact on its ability to deliver services. The Department also engaged with
       Ministers on priorities for their Vote/portfolio as input to development of the
       2009/10 Statement of Intent and Estimates of Appropriation. The Department is
       developing appropriate strategies for dealing with fiscal risks so that services to
       Ministers and the public are not compromised.

Managing organisational health and capability

23. Current areas of focus for developing capability in the Department are set out in
       the 2009-12 Statement of Intent and include:

       •      Managing organisational change, by:

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                    o Completing the transfer of the Government Technology Service
                       to the new ICT business group

                    o Completing an independent review of the functions of the Office
                       of the Chief Executive, to ensure that OCE continues to meet
                       current and future organisation needs.

    •     Implementing our new People Strategy, developed in 2008/9. The Strategy
          is designed to align with the needs and priorities of the organisation and
          government

    •     Enhancing our information and communications technology capability and
          moving progressively to a consistent architecture that enables us to get best
          return from our ICT assets

    •     Continuing to develop a more integrated strategic planning process for
          2009/10 and beyond that encourages improved resource planning over the
          medium term

    •     Implementing a medium-term property strategy that supports our vision of
          “one organisation” and will provide accommodation options to meet our
          current and anticipated business needs.

Governance and Structure
Management structure and staff

24. Brendan Boyle is Chief Executive of the Department, which includes the
    Statutory roles of Secretary for Internal Affairs and Secretary for Local
    Government.

25. As noted above, the Department has nine business groups from 1 July 2009.
    There are six operational business groups:

        Regulation and Compliance               Deputy Secretary: Keith Manch
        Local Government and Community          Deputy Secretary: Anne Carter
        Identity Services General Manager       Annette Offenberger
        Office of Ethnic Affairs                Director: Mervin Singham
        Executive Government Support            General Manager: Janice Calvert
        Ministry of Civil Defence &             Director: John Hamilton
        Emergency Management

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26. The six operational groups are supported by three corporate groups:

         Business Services                           Director: Norah Familton
         Information & Communications
         Technologies                                General Manager: Stephen Crombie
         Office of the Chief Executive               Acting Director: Morag Woodley

27. As at 31 March 2009 the Department of Internal Affairs employed around 1,400
     staff.

28. A list of staff who have significant contact with Ministers’ offices is provided in
     Appendix III.

Summary of Business Groups and Branches
Regulation and Compliance Branch (Operating Budget: $25.560 million)

29. Regulation and Compliance Branch comprises:

     •    Censorship Compliance

     •    Gambling Compliance

     •    Intelligence Unit

     •    Anti-Spam Unit

     •    Gambling, Racing, Censorship, Fire, CDEM and Identity Policy

     •    Strategic Development and Support, Crown Entity Monitoring.

30. Censorship Compliance

     •    The role of this unit is to minimise the potential harm to the community from
          objectionable and restricted material.        The unit inspects videos, films,
          publications and internet sites under the Films, Videos, and Publications
          Classification Act 1993 and enforces this censorship legislation.

     •    A major part of the unit’s activities is investigating the possession and trade
          of child sexual abuse images.         The unit also works with stakeholders,
          including schools, on matters relating to Internet safety for young people.

31. Gambling Compliance

     •    The role of this unit is to ensure that:

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                   o gambling activities operate with integrity and fairness

                   o opportunities for crime or dishonesty associated with gambling
                      are limited

                   o money from gambling benefits the community

                   o the growth of gambling is controlled

                   o gambling harm (especially in relation to licensed gambling) is
                      prevented and minimised.

     •   This business group:

                   o provides education and information to gambling operators and
                      gamblers

                   o licenses gambling activities

                   o audits, investigates and monitors gambling activities

                   o enforces compliance with the Gambling Act and imposes or
                      seeks sanctions for non-compliance

                   o develops gambling minimum standards, minimum operating
                      standards and game rules.

32. Intelligence

     •   This unit provides specialist intelligence capability to support the compliance
         activities of the Branch.

33. Anti-Spam Unit

     •   The Anti-Spam Unit enforces the Unsolicited Electronic Messages Act 2007,
         which specifically prohibits commercial spam and enables legal action to be
         taken against New Zealand-based spammers. The Act came into effect on 5
         September 2007.

     •   The Unit enforces the Act by:

                   o investigating complaints about spam and enforcing a civil
                      penalty regime

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                     o delivering an education programme aimed at promoting
                       responsible conduct by New Zealand businesses, Internet
                       service providers and telecommunications carriers

                     o cooperating with international enforcement agencies on spam
                       and related e-crime initiatives.

34. Gambling, Racing, Censorship, CDEM, Fire, and Identity Policy

     •   The Branch delivers policy advice to the Minister of Internal Affairs, the
         Minister of Civil Defence and the Minister for Racing. These portfolios cover
         gambling, racing, censorship, civil defence and emergency management,
         fire, and identity, including citizenship and passports.

     •   The Gambling, Racing, and Censorship Policy Unit also services the Film
         and Literature Board of Review.

35. Strategic Development and Support, Crown Entity Monitoring

     •   This Unit is responsible for strategy, planning and reporting, learning and
         development, and other support services across the Branch.

     •   It also advises Ministers about the performance and governance of Crown
         entities.

Local Government and Community Branch (Operating budget: $35.421 million)

36. The Local Government and Community Branch services contribute to the
     building of strong communities in the broadest sense – supporting central
     government, local government and communities, hapū and iwi – to better
     enable them to identify, plan for and realise their futures.

37. The Branch comprises:

     •   Local Government and Community Policy

     •   Grants Administration and Community Advisory Services

     •   Local Government Services

     •   Strategic Analysis and Information

     •   Strategy and Business Support

     •   Pou Arahi

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38. Local Government and Community Policy Group

    •   This Group provides policy advice to the Minister of Local Government,
        Associate Minister of Local Government, and the Minister for the Community
        and Voluntary Sector. It gives advice on

                  o key strategic policy issues in the local government and
                     community and voluntary portfolios – such as the reform of
                     Auckland governance

                  o local government and community regulatory policy and
                     frameworks, and input into relevant regulatory development
                     across Government

                  o community development issues and emerging community
                     issues, and the interface between the local government and
                     community sectors.

39. Local Government and Community Operations

    •   This group is responsible for service delivery to communities across the
        country via 16 regional offices. It:

                  o provides advisory and information services to communities,
                     hapū and iwi to build community capability and capacity, and
                     assist them to realise their identified outcomes

                  o facilitates an integrated approach between central and local
                     government to community outcomes

                  o administers a range of grants schemes, including Lottery and
                     Crown-funded schemes (e.g. Community Organisation Grants
                     Scheme) and Crown Trusts and Fellowships

                  o provides operational and strategic policy advice to the Lottery
                     Grants Board and operational advice to other funding panels or
                     committees.

40. Local Government Services

    •   This group is responsible for a number of regulatory and operational
        activities within the Department’s local government responsibilities.         Its
        major responsibilities include:

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                  o providing advice and support to the Local Government
                     Commission

                  o providing support for local elections

                  o administering the Rates Rebate Scheme

                  o managing the National Dog Control information database and
                     promoting best practice dog safety guidelines

                  o providing local government administration for some offshore
                     islands, and harbourmaster services on Lake Taupo.

41. Local Government and Community Strategic Analysis and Information

    •   This group provides information and advice to the Branch on the local
        government and community development sectors and strategic issues facing
        them.

    •   It provides a range of research and analysis to enable better understanding
        of the impact the Branch has on these sectors, including the provision of
        good practice where appropriate. The group also maintains a range of
        information resources, including the www.localcouncils.govt.nz website.

42. Local Government and Community Strategy and Business Support

    •   This group is responsible for driving the Branch strategy and planning
        activity, and monitoring overall progress towards the achievement of the
        Branch's goals. It leads annual strategic planning, accountability and
        business planning processes.

    •   It is responsible for ensuring that business services are provided effectively
        and efficiently to the Branch.

43. Pou Arahi

    •   This group provides advice and support to the Branch on how it can be
        effective for Māori, especially through its Operations and Policy functions.

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Identity Services (Operating budget: $78.507 million)

44. Identity Services is the largest operational business unit of the Department of
     Internal Affairs and is responsible for:

     •   the assessment of applications for grant of citizenship, and the registration
         and confirmation of New Zealand citizenship, and its renunciation and
         deprivation (under the Citizenship Act 1977 and the Citizenship (Western
         Samoa) Act 1982)

     •   issuing passports and other travel documents (under the Passports Act
         1992)

     •   registration of births, deaths, marriages and civil unions and provision of
         access to this information (under the Births, Deaths, Marriages and
         Relationships Registration Act 1995)

     •   the day-to-day administration of the Marriage Act 1955 and the Civil Union
         Act 2004, including the appointment of marriage celebrants and civil union
         celebrants

     •   the provision of information to the public about their entitlements under these
         statutes, and

     •   custodianship of the Evidence of Identity Standard (part of the All-of-
         government Authentication Standards).

45. In the 2007/08 financial year, Identity Services issued 412,636 passports and
     travel documents, registered 118,923 births, deaths, marriages and civil unions,
     issued 264,122 birth, death, marriage and civil union certificates and printouts,
     and recommended 27,624 applications to the Minister of Internal Affairs for
     decision on grant of citizenship to foreign nationals.

Office of Ethnic Affairs (Operating budget: $4.596 million)

46. The role of the Office of Ethnic Affairs covers the broad range of government
     interactions affecting ethnic people and provides:

     •   expert advice and information for and about ethnic groups in New Zealand to
         raise awareness of ethnic diversity and the positive benefits it brings to New
         Zealand society

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     •   a point of contact between ethnic communities and the New Zealand
         government

     •   ethnic groups with advice and information on matters affecting them,
         including referral to appropriate agencies

     •   empowerment and capacity building for ethnic communities so their
         members can participate in all aspects of New Zealand life

     •   expert policy advice and information on how to consider ethnic perspectives
         in policy and programme development, and the likely implications of
         government policy for ethnic communities.

Executive Government Support (Operating budget: $41.315 million)

47. Executive Government Support provides services to Ministers to assist in the
     smooth operation of the Executive.

     •   Services provided under Vote Ministerial Services include:

                   o Ministers’ domestic accommodation in Wellington

                   o Ministerial office staffing, administrative support, accounting,
                      information   and     communications   technology     and    media
                      monitoring services

                   o the provision of chauffeur-driven and self-drive transport

                   o management of guest of Government visits, reception support
                      at international airports, Ministerial and state functions,
                      commemorative events and national anniversaries.

     •   Other administrative services provided under Vote Internal Affairs include:

                   o the New Zealand Gazette

                   o the Translation Service

                   o issuing Authentication and Apostille certificates for official
                      documents

                   o the Congratulatory Message Service

                   o support for Commissions of Inquiry and other bodies

                   o support for the Gambling Commission.

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48. The Translation Service, the New Zealand Gazette and the Authentication Unit
     are funded solely by third party revenue.

Ministry of Civil Defence & Emergency Management (Operating budget: $8.918
million)

49. MCDEM operates within the Department to carry out statutory functions funded
     by Vote Emergency Management.

50. The Director, who is appointed by the Chief Executive, has a number of
     statutory functions under the Civil Defence Emergency Management Act 2002
     including that of providing advice to the Minister of Civil Defence.

51. MCDEM is responsible for coordinating the CDEM response necessary during
     states of national emergency and supporting disaster management at the local
     level.   MCDEM’s capability to undertake this role has been enhanced
     significantly over the financial year. Over the last few years, a 70% increase in
     staff, as a result of funding received in Budget 2005, has allowed better staffing
     of the National Crisis Management Centre (NCMC) in an emergency.
     Improvement of practices and procedures is ongoing, and moves are also
     underway to strengthen MCDEM’s information management capabilities.
     Recent reviews recommended improvements to MCDEM’s backup facilities,
     communications, and information management systems. As a result of
     additional funding in the Budget 2007 to undertake improvements, a study has
     commenced on the capability for a virtual alternative emergency operations
     facility and a management information system to support information and
     decision-making within the NCMC.

52. Following the Government’s commitment in 2005 to an ongoing programme to
     educate the public about disaster awareness over the next four years, two
     programmes were launched in 2006 – the schools’ programme “What’s the Plan
     Stan” and the public awareness programme “Get Ready, Get Thru”.

Office of the Chief Executive (Operating budget: $5.145 million)

53. The Office of the Chief Executive provides advisory and project support to the
     Chief Executive and comprises the following business units:

54. Legal Services

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     •   Legal Services works with individual business groups on a wide range of
         matters that require legal expertise and also addresses Departmental-wide
         legal issues.

     •   Legal Services also provides legality assurance to the Chief Executive and
         Executive Leadership Team, fosters a network of legal practitioners within
         the Department and coordinates the Department’s use of external legal
         service providers.

55. Risk and Audit Services

     •   Risk and Audit Services is responsible for internal audit programmes, risk
         and audit advice and support to management; and advice, training and
         support for risk management policies and practices.

56. Effectiveness for Māori

     •   Effectiveness for Māori works with business groups on a broad range of
         issues and is required to provide strategic and operational advice to the
         Chief Executive and the Department on current and emerging Treaty of
         Waitangi and Māori responsiveness issues as well as on tikanga.

57. Strategic Development

     •   Strategic Development provides specialist advice on the Department’s
         strategic initiatives, directions, organisational development and the delivery
         of outcomes, and ensuring the Department meets its planning and reporting
         obligations.

58. Ministerial Advice and Support Services

     •   Ministerial Advice and Support Services manages the interface with the
         Department's Ministers, including managing seconded private secretaries
         and overseeing Ministerial advice and services within the Department.

59. Project Office

     •   The Project Office maintains the Department’s project management
         methodology and is responsible for project portfolio management and
         benefits realisation management.

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Business Services Branch (Operating budget: $26.791 million)

60. The Business Services Branch consists of the following six business units:

61. Finance

     •   Finance provides financial management advice, financial reporting and
         ensures the Department meets its financial obligations under the Public
         Finance Act and the State Sector Act.

62. Property

     •   Property maintains building security and emergency procedures, office
         accommodation and furniture maintenance.

63. Procurement

     •   Procurement is responsible for purchasing, tender services and advice on all
         procurement matters.

64. Research & Evaluation

     •   Research and Evaluation is responsible for research contracts and
         outsourcing, advice, consultancy and peer review, and specific projects.

65. Strategic Communications

     •   Strategic Communications manages external and internal communications,
         branding    issues,   media   assistance   and    managing      outsourcing     for
         publications.

66. Strategic Human Resources

     •   Strategic Human Resources looks after HR administration and payroll, HR
         policies,   induction,   management     development,       Equal    Employment
         Opportunities, contract negotiation, and health and safety issues.

Information and Communications Technologies (Operating budget: $23.955
million)

67. From 1 July 2009 the new ICT business group comprises Government
     Technology Services, the Department’s Information Group, Programme
     Delivery Office and ICT Planning Performance and Support.

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68. Government Technology Services

     •   Providing web advisory services to agencies and working with agencies to
         manage their websites strategically

     •   Promoting NZ Government Web Standards

     •   Providing improved collaboration tools and services

69. Information Group

    •    Managing ICT applications and databases, document management, the
         information centre (library), advice on strategy and systems development,
         system security and

70. Programme Delivery Office

    •    The Programme Delivery Office is responsible for the delivery of all ICT
         projects and all business group projects with a technical component.

71. ICT Planning, Performance and Support

     •   This unit provides support services to the other ICT units.

Clients and Stakeholders

72. The Department’s work affects all New Zealanders.              The people in the
     community with whom we have most direct contact (and who may therefore
     raise issues with the Responsible or Vote Ministers include):

Regulation and Compliance Branch

73. Clients and stakeholders of the Regulation and Compliance Branch in relation
     to policy include:

     •   stakeholders in all legislation and statutory bodies administered within the
         Branch, which includes gambling, racing, censorship, fire, identity, and civil
         defence and emergency management (CDEM)

     •   people and organisations in all the sectors below, and the fire, racing and
         CDEM sectors

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     •   members of and stakeholders in the Crown entities and statutory bodies
         listed at the front of this briefing.

74. In relation to gambling regulation, stakeholders fall into four general groups:

     •   community groups, for whom gambling raises funds and who can be harmed
         by gambling, and gamblers.

     •   community interests (gamblers, community groups for whom gambling
         raises funds, territorial local authorities, and groups concerned about the
         impacts of gambling)

     •   government agencies such as the Ministry of Health (in respect of harm
         prevention and minimisation) and the Police and Serious Fraud Office (in
         respect of crime associated with gambling)

     •   operators in the gambling sector.

75. In relation to censorship:

     •   people concerned about objectionable or potentially harmful material

     •   parents and other advocates of children’s rights

     •   distributors of material that may be objectionable or restricted

     •   people involved in the censorship process

     •   law enforcement agencies in New Zealand and overseas.

76. In relation to unsolicited electronic messages:

     •   users of information and communications technology

     •   businesses and marketers

     •   internet service providers and telecommunications carriers

     •   New Zealand and international anti-spam and other relevant agencies.

Local Government and Community Branch

77. Clients and stakeholders of the Local Government and Community Branch
     include:

     •   stakeholders in legislation and statutory bodies administered by the Branch

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     •   people and organisations in the community sector, and members of and
         stakeholders in Crown entities and statutory bodies

     •   members and staff of local authorities and local government organisations

     •   government agencies with a community focus

     •   community organisations seeking grants (including Lottery grants) and
         capacity building

     •   community trusts

     •   other community funders

     •   local authorities

     •   hapū, iwi and Māori organisations.

Identity Services

78. Clients and stakeholders of Identity Services include:

     •   people needing passports

     •   people seeking citizenship

     •   people needing information about Births, Deaths, Marriages and Civil Unions

     •   people and organisations involved in registering birth, death and marriage
         information

     •   people wishing to marry and marriage celebrants

     •   people wishing to have a civil union and civil union celebrants

     •   genealogists and those concerned about the care of whakapapa information

     •   other agencies working with the Department to enhance New Zealand’s
         security

     •   other New Zealand government agencies concerned with verifying identity
         and working towards online authentication solutions

     •   overseas agencies requiring travel document information.

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Office of Ethnic Affairs

79. Key stakeholders include government agencies, local government, community
     organisations and ethnic people themselves:

     •   ethnic organisations – there is a wide range of community-based groups that
         may represent new migrants, refugees and/or established communities,
         which provide settlement, cultural and social services. Some examples are
         the New Zealand Federation of Ethnic Councils and Regional Ethnic
         Councils, the New Zealand Chinese Association and the Refugee Council

     •   central government, particularly the Immigration Service, New Zealand
         Police, the Ministries of Education, Health, and Social Development, the
         Departments of Labour and Building and Housing and, within Internal
         Affairs, Identity Services, Regulation and Compliance Branch and Local
         Government and Community Branch

     •   local government at all levels

     •   community-based organisations and non-government agencies including the
         Refugee and Migrant Service, Refugee Resettlement, ESOL Home Tutors
         and Refugees as Survivors

     •   service providers at national, regional and local levels

     •   the Human Rights Commission.

Executive Government Support

80. Key stakeholders include:

     •   the Governor-General

     •   the Prime Minister and Ministers of the Crown

     •   the Speaker

     •   former Governors-General and their spouses

     •   former Prime Ministers and their spouses

     •   official guests of the New Zealand Government and diplomatic and consular
         representatives

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    •   the Parliamentary Service, Department of Prime Minister and Cabinet, Office
        of the Clerk and Parliamentary Council Office

    •   other government agencies, particularly Ministry of Foreign Affairs and
        Trade, Ministry of Culture and Heritage, NZ Defence Force, NZ Police,
        Office of Veterans’ Affairs, Ministry of Agriculture and Forestry and NZ
        Customs Service

    •   airport companies, airlines, hotels and other commercial suppliers of goods
        and services to the visit programme

    •   Wellington Cathedral of St Paul, Government House, the National War
        Memorial Board of Trustees

    •   companies and trade, tourism and industry agencies able to offer suitable
        New Zealand innovation and excellence to showcase to visiting delegations

    •   other users of VIP Transport (especially the Judiciary)

    •   members of Commissions of Inquiry and other ad hoc bodies

    •   commercial and government agencies using the New Zealand Gazette.

Ministry of Civil Defence and Emergency Management

81. Key stakeholders include:

    •   local   authorities   and   the   regional   Civil     Defence     and    Emergency
        Management groups to which they belong

    •   communities facing or experiencing hazards or emergency events

    •   business and government agencies involved in preparation for, and recovery
        from, hazards or emergency events

    •   emergency services.

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Appendix I

Legislation administered by the Department of Internal Affairs

As at 31 May 2009, the following is a list of legislation we administer, classified by
Vote.

Internal Affairs

Births, Deaths, Marriages and Relationships Act 1995
Births, Deaths, Marriages and Relationships (Fees) Regulations 1995
Births, Deaths, Marriages and Relationships (Prescribed Information and Forms)
Regulations 1995
Births, Deaths, Marriages and Relationships (Non-Disclosure Direction) Regulations
2008
Boxing and Wrestling Act 1981
Citizenship Act 1977
Citizenship Regulations 2002
Citizenship (Western Samoa) Act 1982
Civil Union (Prescribed Information, Fees, and Forms) Regulations 2005*
Commissions of Inquiry Act 1908
Commonwealth Games Symbol Protection Act 1974
Fire Safety and Evacuation of Buildings Regulations 2006
Fire Service Act 1975
Fire Service Levy Order 1993
Fire Service Regulations 2003
Forest and Rural Fires Act 1977
Forest and Rural Fires Regulations 2005
Gambling Act 2003
Gambling (Class 4 Banking) Regulations 2006
Gambling (Class 4 Net Proceeds) Regulations 2004
Gambling (Fees) Regulations 2007
Gambling (Forms) Regulations 2004
Gambling (Harm Prevention and Minimisation) Regulations 2004
Gambling (Infringement Notices) Regulations 2004
Gambling (Licensed Promoters) Regulations 2005
Gambling (Problem Gambling Levy) Regulations 2007
Gambling (Prohibited Property) Regulations 2005
Human Assisted Reproductive Technology (Fees) Regulations 2005*
Marriage (Fees) Regulations 1995*
Marriage (Forms) Regulations 1995*
New Zealand Daylight Time Order 2007
New Zealand Fire Brigades Long Service and Good Conduct Medal (1981) (Royal
Warrant)

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Official Appointments and Documents Act 1919
Passport (Fees) Regulations 1996
Passports Act 1992
Queen’s Fire Service Medal Regulations 1955 (Royal Warrant)
Royal Titles Act 1974
Rural Fire Fighting Fund Regulations 1992
Seal of New Zealand Act 1977
Seal of New Zealand Proclamation 1977
Time Act 1974

Emergency Management

Civil Defence Emergency Management Act 2002
Civil Defence Emergency Management Regulations 2003
National Civil Defence Emergency Management Plan Order 2005

Local Government

Bylaws Act 1910
Bylaws Regulations 1968
Chatham Islands Council Act 1995
Counties Insurance Empowering Act 1941
Dog Control Act 1996
Dog Control (Microchip Transponder) Regulations 2005
Dog Control (National Dog Control Information Database Levy) Order 2006
Dog Control (Prescribed Forms) Regulations 1996
Impounding Act 1955
Impounding Regulations 1981
Lake Taupo (Crown Facilities, Permits and Fees) Regulations 2004
Land Drainage Act 1908
Libraries and Mechanics’ Institutes Act 1908
Litter Act 1979
Local Authorities (Members’ Interests) Act 1968
Local Authority Reorganisation (Property Transfers) Act 1990
Local Electoral Act 2001
Local Electoral Regulations 2001
Local Government Act 1974
Local Government Act 2002
Local Government (Infringement Fees for Offences: Navigation Safety Bylaws)
Regulations (Various) 2002–2008
Local Government (Auckland Regional Parks) Order 2008
Local Government Official Information and Meetings Act 1987

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Local Government (Rating) Act 2002
Local Government (Tamaki Makarau Reorganisation) Act 2009
Local Government (Watercare Services Limited) Order 2007
Local Legislation Acts 1926–1992
Municipal Insurance Act 1960
Public Authorities (Party Wall) Empowering Act 1919
Public Bodies Contracts Act 1959
Public Bodies Leases Act 1969
Rangitaiki Land Drainage Act 1956
Rates Rebate Act 1973
Rates Rebates Order 2006
Rates Rebates (Specified Amounts) Order 2008
Rating (Fees) Regulations 1997
River Boards Act 1908
Waimakariri-Ashley Water Supply Act 1961

Community and Voluntary Sector

Charities Act 2005
Charities (Fees, Forms, and Other Matters) Regulations 2006
Community Trusts Act 1999
Community Trusts (Fees) Regulations 2000
Trustee Banks Restructuring Act Repeal Act 1999
Winston Churchill Memorial Trust Act 1965

Racing

Racing Act 2003
Racing (Harm Prevention and Minimisation) Regulations 2004

Ministerial Services

Executive Travel, Accommodation, Attendance, and Communications Services
Determination 2009**

* Regulations made under legislation administered by the Ministry of Justice.

** Regulations made under legislation administered by the Department of the Prime
Minister and Cabinet.

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Appendix II

Crown entities and statutory bodies by portfolios
The Department administers board appointments and monitors the performance of a
number of Crown entities and statutory bodies.

Internal Affairs

          •   Crown entities
                   o New Zealand Fire Service Commission
                   o Office of Film and Literature Classification
          •   Statutory Bodies and Trusts
                   o Chatham Islands Enterprise Trust
                   o Film and Literature Board of Review
                   o Film and Video Labelling Body
                   o Gambling Commission

Community and Voluntary Sector

          •   Crown entities
                   o Charities Commission
          •   Statutory Bodies and Trusts
                   o New Zealand Lottery Grants Board
                   o New Zealand Lottery Grants Board Distribution Committees
                   o Winston Churchill Memorial Trust
                   o Norman Kirk Memorial Trust
                   o Chinese Poll Tax Heritage Trust

Local Government

          •   Statutory Bodies and Trusts
                   o Local Government Commission
                   o Auckland Transition Agency

Racing

          •   Statutory Bodies and Trusts
                   o New Zealand Racing Industry Board
                   o Totalisator Agency Board

Finance

          •   Statutory Bodies and Trusts

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               o Community Trusts (12)

Disarmament

       •   Statutory Bodies and Trusts
               o Pacific Development and Conservation Trust
               o Peace and Disarmament Education Trust

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Appendix III

Senior managers and other staff with whom the Ministers’ offices
will have significant contact
Regulation and Compliance Branch

Deputy Secretary                                    Keith Manch

Director, Gambling Compliance                       Mike Hill

Manager, Gambling, Racing and Censorship            John Markland
Policy

Manager, Regulatory Policy (Fire, Civil Defence &   Joy McDowall
Emergency Management, Identity & General)

Manager, Civil Defence & Emergency                  Paul Houliston
Management Policy

Manager, Strategic Development and Support          Peter Burke

Manager, Censorship Compliance                      Steve O’Brien

Manager, Intelligence Unit                          Peter Burke (Acting)

Manager, Anti-Spam Unit                             Joe Stewart

Local Government and Community Branch

Deputy Secretary                                    Anne Carter

Manager, Strategic Analysis and Information         Rosalind Plimmer

Acting Director, Operations                         Sarah Hill

Manager, Local Government Services                  Donald Riezebos

Team Manager, Operational Policy                    Jocelyn Reyners

Manager, Service Delivery                           Jools Joslin

Acting Manager, Funding and Operations              Peter Hodge

Pou Tahu                                            Mike Nathan

Strategy and Business Support Manager               David Williment

Director Policy                                     Marilyn Little

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Manager, Community and Sector Policy              Anne Shaw

Manager, Regulatory Policy                        Antony Moss

Manager, Strategic Policy                         Raj Krishnan

Manager, Ministerial Advice                       Lesa Kalapu

Manager, City-Regions Policy                      Caroline Taylor

Identity Services

General Manager                                   Annette Offenberger

Manager, Citizenship                              Geoff May

Manager, Passports                                David Philp

Registrar-General, Births, Deaths and Marriages   Brian Clarke

Acting Manager, Strategic Development             Caroline Hubbard

Manager, Integrity and Identity Programme         Andrea Gray

Manager, Customer Services                        Garry Manley

Manager, IVS Implementation                       Helen Jamison

Executive Government Support

General Manager                                   Janice Calvert

Assistant General Manager, Ministerial Services   Richard McDonald

Business Services Manager                         Peter Andrews

Manager, VIP Transport Service                    Roger Calkin (Acting)

Director, Visits and Ceremonials                  Andrew Beattie

Manager, The Translation Service, The New         Patrick Geddes
Zealand Gazette Office and the Authentication
Unit

Gambling Commission Executive Director            Blair Cairncross (Acting)

Office of Ethnic Affairs

Director                                          Mervin Singham

Policy Manager                                    Cherie Engelbrecht

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